Lps03 lflow

8/13/2018

LEAN FLOW

GVC. ThS. Nguyễn Như Phong
; www.isem.edu.vn
Kỹ thuật Hệ thống Công nghiệp
ĐH BÁCH KHOA – ĐHQG TPHCM
(Tài liệu giảng dạy cho ISE)
2018

LEAN FLOW
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Takt Time
Activity Time
5S
Visual Management
Changeover Reduction
TPM
Standard Work
Small machines
Demand Smoothing

11 April 2003

Nguyễn Như Phong

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8/13/2018

LEAN FLOW
Preparing 4 Lean Flow
The foundation 4 fast, flexible flow
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Takt Time
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Activity Time
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5S
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Visual Management
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Changeover Reduction
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TPM
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Standard Work
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Small machines
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Demand Smoothing

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11 April 2003

Nguyễn Như Phong

LEAN FLOW
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Takt Time & Activity Time –
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5S
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basic building block 4 lean flow
The housekeeping
Closely related 2 the TPM methodology

Visual Management
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Enabled by 5S
Make TPM & Standard Work more effective

11 April 2003

Nguyễn Như Phong

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LEAN FLOW
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5S, Standard Work & TPM
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Demand Smoothing & Small machines
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the basic 4 fast, consistent Changeover Reduction
Allow the other 2 be more effective

Combination – an effective attack on 3M

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Muda (waste)
Muri (difficult work)
Mura (unevenness)

11 April 2003

Nguyễn Như Phong

TAKT TIME
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Fundamental concept
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Regular, uniform rate of progression of products
through all stages from RM 2 cust.

The drumbeat cycle of the rate of prod. flow
Fundamental 2 flow & mapping of L operation

11 April 2003

Nguyễn Như Phong

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Takt Time
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Available work time (/d) / average demand (/d)
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Available time:
Actual time – planned stoppages
 Maintenance,
 team briefings,
 breaks
Demand: average sales rate
 Spare parts, extra, anticipated scrap

11 April 2003

Nguyễn Như Phong

Takt Time
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Demand changes,
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Maintain the same TT
 by adjusting the available work time

Multiple parts
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Demand – the total no. parts

11 April 2003

Nguyễn Như Phong

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Takt Time

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Seasonal / variable demand
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Important selection of the period of estimated demand
Longer period
Build 2 order

11 April 2003

Nguyễn Như Phong

Takt Time
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Longer period
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Stabilize build rate
More supermarket 2 smooth out the bumps

Build 2 order
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Reducing the time horizontal
More frequent TT
Lines rebalanced, operators involved

More lean & flexible

11 April 2003

Nguyễn Như Phong

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Takt Time
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Not cycle time
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CT > TT  constraint
Parallel proc / additional shift

Several TTs
Parallel proc
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Eg. No. parts per prod
Several TTs in a plant
Overall synchronization

11 April 2003

Nguyễn Như Phong

PITCH TIME
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Pitch
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TT * C
Container quantity / convenient multiple of parts
15 – 30 m

The time
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required 2 fill the standard container

11 April 2003

Nguyễn Như Phong

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Pitch Time
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The pitch increment
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Basic time slot used in Heijunka sys.
Material hander fit in the pitch time
Vital sys. drumbeat
 forcing regularity, visibility & flow

11 April 2003

Nguyễn Như Phong

ACTIVITY TIMING & WORK ELEMENTS
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The IE / time & motion study task
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determining the duration of work elements
Essential input
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Cell balance boards
VS maps
Scheduling
Costing

Best done by operators rather than IEs
Sort out & standardize the motions before timing them

11 April 2003

Nguyễn Như Phong

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Activity Timing & Work Elements
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Video making better than live recording
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Back tracking & avoid the stress
At least 10 cycles / s
Variation bw. operators
Standard work

Nguyễn Như Phong

11 April 2003

Activity Timing & Work Elements
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Method
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Break down work sequence into work elements
Record manual, walk, wait machine times in
separate columns
Make a list of activities

Some manual times – NVA / NVAU
Cell balancing
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11 April 2003

Reduce / eliminate wait & walk times
Reduce NVA / NVAU steps
Nguyễn Như Phong

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Activity Timing & Work Elements
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At least 10 good cycles
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Nothing goes wrong
Discard outliers
Nearest whole sec

Lowest more frequently occurring time

Not add allowance 4 PR&D –
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personal, rest, delay.
More frequent breaks

11 April 2003

Nguyễn Như Phong

5S
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The basic housekeeping for lean, quality &
safety
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Apply in office & SF equally
Working better & feeling better in tidy room.
Mindset
Not be done by outsider

11 April 2003

Nguyễn Như Phong

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5S
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Sort
Simplify / Set in order / Straighten
Sweep / Shine / Scrup
Standardize / Stabilize
Sustain / Self discipline

11 April 2003

Nguyễn Như Phong

5S
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Sort
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Throw out what not used
Classify everything by frequency
Do w. the team
Touch item systematically
Done regularly

11 April 2003

Nguyễn Như Phong

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5S
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Simplify / Set in order / Straighten
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Locate what used in the best place

A place 4 everything
Everything in its place
Spaghetti diagram
Ergonomic principles & audit

11 April 2003

Nguyễn Như Phong

5S
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Sweep / Shine / Scrub
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Keep up the good work
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Physical tidy up on an ongoing basis
Visual sweeping

Who response 4 what
What standard
Cleaning is checking

11 April 2003

Nguyeãn Nhö Phong

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5S
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Standardize / Stabilize
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Standard work
Bottom line 4 5S
5S standards maintained
Standard 4 3S

11 April 2003

Nguyễn Như Phong

5S
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Sustain / Self discipline
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5S ongoing basis
Participation & improvement
Audits regularly
Award 4 achievement

11 April 2003

Nguyễn Như Phong

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5S
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6S = 5S + Safety
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An aspect of each 5S
Safety procedure & standard developed,
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maintained & audited

Unsafe conditions integral to 5S

11 April 2003

Nguyễn Như Phong

5S
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CANDO
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Cleanup
Arrange
Neatness
Discipline
Ongoing improvement

11 April 2003

Nguyễn Như Phong

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5S
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In fact doing 2S sporadically
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Waste
Increasing effort 2 re-energize
Real productivity & quality benefit on S4, 5
5S audit & scoring sys

Nguyễn Như Phong

11 April 2003

STANDARD WORK
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Deming
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Improvement – moving from standard 2 standard

Juran
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Holding the gains
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by establishing standards following improvement

Standard Work a pillar of the TPS

11 April 2003

Nguyễn Như Phong

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Standard Work
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Ohno
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Achievement of standardized work
w. min variance

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essential ingredient
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to allow OPF & JIT production

Nguyễn Như Phong

11 April 2003

Standard Work
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Henry Ford
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Standardize a method –
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choose out of many methods the best one & use it

Today standardization –
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11 April 2003

the foundation 4 tomorrow improvement

Nguyeãn Nhö Phong

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Standard Work
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Peter Wickens
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Standard operations – the property of
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Western – management / eng. Department
Japan – people doing the job
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Prepare, do, improve

Contrary to Taylor
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Combine thinking & doing
High level of involvement & commitment

Nguyeãn Nhö Phong

11 April 2003

Standard Work
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Standard & Davies –
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3 key aspects of SW
 Not static,
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Support stability & reduce variation
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easily recognized

Essential for continuous improvement –
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11 April 2003

updated procedure when better way found

better standard

Nguyễn Như Phong

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Standard Work
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Cover 3 aspects
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Work time –
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Both TT & CT recorded

Work sequence
Standard WIP

Nguyễn Như Phong

11 April 2003

Standard Work
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Moden 5 steps SOP development
1.
2.

Determine the TT
Determine the production capacity
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3.

Determine the NOO
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4.

Sum of work element / TT

Define the standard procedure

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5.

Net work time / ( proc time + CO)

First remove waste, develop layout, standard location

Write the SOP chart

11 April 2003

Nguyễn Như Phong

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Standard Work
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SOP
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contains
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TT

Detailed work sequence steps
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w. time taken for each step

Standard inventory quantity / kanban quantity

Color coded to match the product
Keeping up to date & in the work place

Nguyễn Như Phong

11 April 2003

Standard Work
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3 forms
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The SW combination chart
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The SW analysis chart
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Gantt chart – sequence of step against time bar
Cell view showing standard route

The SW element sheet
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11 April 2003

Steps, time & photograph

Nguyeãn Nhö Phong

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Standard Work
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Yamazumi board
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Cellular manu established / TT change

Operators rebalance the line
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change work standards to the new TT

Nguyễn Như Phong

11 April 2003

Standard Work
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Robert Hall 3-stages standardization
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Outcome only
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Standardized processes
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Standard established in a plan / drawing
High level of variation
Variance reduced by standardized methods
Supported by eg. SPC, pokayoke

Standardized predictive methods
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11 April 2003

High level of consistency achieved
Using standardized processes

Nguyễn Như Phong

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TOTAL PRODUCTIVE MAINTENANCE TPM
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Integral to lean
 No lean implementation success
 w. high breakdown level

11 April 2003

Nguyễn Như Phong

Total Productive Maintenance - TPM
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TPM
 Beyond breakdown issues
 Cover
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availability,
performance,
quality,
safety,
capital investment

Making best use & extending the life of equipment

11 April 2003

Nguyễn Như Phong

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Total Productive Maintenance - TPM
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Equipment life cycle
 Failure rate – time
 Bathtub curve
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11 April 2003

High in the burning period
Low in plateau period
High in wear-out period

Nguyễn Như Phong

TPM
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Addresses & reduces break down
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in all parts of the curve
 Burning period
 Plateau period
 Wear-out period

11 April 2003

Nguyễn Như Phong

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TPM
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Burning period
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early equipment maintenance
improved equipment usage understanding

Plateau period
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Extend the life of equipment
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Autonomous maintenance AM
The Japanese Institute of Plant Maintenance - JIPM

Wear-out period
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Predictive & planned maintenance

11 April 2003

Nguyễn Như Phong

The 6 big losses
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Widely used concept in TPM
Divided into 3 categories
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Availability
Performance
Quality

11 April 2003

Nguyễn Như Phong

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The 6 big losses
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Availability
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Break down losses
 Unplanned stoppages requiring repair
 > 10m
CO & adjustment losses

11 April 2003

Nguyễn Như Phong

The 6 big losses
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Performance
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Minor stop & idling
 <10m
 Difficult 2 measure  often ignored

 So frequent  the most significant loss
 Activity sampling
Reduced speed losses
 m/c running at less than the design speed

11 April 2003

Nguyễn Như Phong

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The 6 big losses

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Quality
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Defects –
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Scrap / rework

Start up losses –
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Scrap / rework during CO

Nguyễn Như Phong

11 April 2003

Overall Equipment Effectives OEE
OEE = Availability * Performance * Quality %
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Availability = Actual working time / Working time
 Actual working time = WT – BT - COT
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11 April 2003

Working time –
Breakdown time –
CO time

Nguyễn Như Phong

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Overall Equipment Effectives OEE

OEE = Availability * Performance * Quality %
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Performance = Producing time / Actual working time
Quality = No. good part produced / No. part produced

11 April 2003

Nguyễn Như Phong

Overall Equipment Effectives OEE
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Each OEE elements
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graphed
Keep at Gemba
Fishbone diagram showing possible causes

11 April 2003

Nguyễn Như Phong

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